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A
SUMMER TRAINING PROJECT
ON
RECRUITMENT & SELECTION
OF
BHARTIYA INTERNATIONAL LIMITED
Report submitted for the partial fulfillment of the degree of
MASTER OF BUSINESS ADMINISTRATION
(Affiliated to U.P.T.U., Lucknow)
SUBMITTED TO SUBMITTED BY
MR. SUNIL V. DESHPANDEY AVNINDRA GANGWAR
Faculty Guide MBA (HR)
Roll No. 0815270024
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DECLARATION
I Avnindra Gangwar, has done summer training project report entitled
Recruitment & Selection of Bhartiya International Ltd., under the
guidance ofMr. Yogesh Kumar, VP HR, Bhartiya International Ltd., is
the original work done by me. This is the property of the institute and use of
this report without prior permission of the institute will be considered illegal
and actionable.
Avnindra Gangwar
MBA (III Sem)
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ACKNOWLEDGEMENT
Not a single gram can be breaking the whole vessel. This is a common saying
and it is correct. Any project is not an out come of a single participation but it is a
team work. So, I take a great opportunity to thank those entire people who helped
me throughout my project.
I take an opportunity to acknowledge our heartiest thanks to
Mr. Yogesh Kumar VP HR Bhatiya International Ltd. & Mr. Sunil V.Deshpandey, and all the faculty members of the MBA department for their
valuable guidance and support at all time in fulfilling the requirement for the
reasonable work.
Last but not least, I also very much thankful to my parents, sister, my seniors, my
batch mates and friends especially for their continuous encouragement and moral
support in preparing this project.
AVNINDRA GANGWARMBA (3RD SEM)
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TABLE OF CONTENTS
CHAPTER 1
INTRODUCTION
CHAPTER 2
COMPANY PROFILE
CHAPTER 3
RESEARCH METHODOLOGEY
CHAPTER 4
RECRUITMENT & SELECTION
Complexity of the Function of Recruitment
Recruitment Process
Determining Requirement/ Manpower Planning
Sourcing Resumes
Short-listing/Screening Scrutinizing / Filtering Candidates
Interviewing
Tips for Successful Interview
Evaluation and Selection
Bad Recruitment
Selection
Selection Procedure
Psychological Tests
Types Tests
CHAPTER 5
DATA ANALYSIS
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CHAPTER 6
FINDINGS
CHAPTER 7
SUGGESTIONS
CHAPTER 8
LIMITATIONS OF THE STUDY
CHAPTER 9CONCLUSIONBIBLIOGRAPHYQUESTIONNAIRE
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PREFACE
Human resources of an organization make or break an organization; they
are the most important resource leading to the doom or boom of it.
The pace of the development of a country is based upon its ability to
develop and utilize the innate capacity and capabilities of its people. The most
important economic resource of a nation is its manpower that is human resources.
Being charged with establishing the human resources department in a small
business can be both a challenge and a dilemma. The first of these is how to get
started. The key to success, as with most things, is to being by listening, observing
and learning about the organization. Finding out what the expectations are for
your new job and the human resource function as a whole is critical. What was the
purpose for creating new function? Whose idea was is to create your position, and
who will be making the decision that will affect your work? What is the culture of
the company, by whom, and how was human resource activities handled beforeyou arrived? Answer of these questions can be gathered by conducting a need
assessment through informal interviews with key staff members and management,
along with your own assessment of the human resource function currently in
place.
This project on Recruitment and Selection inBIL, deals with the study
of HR department in BIL. The project covers the detail related to recruitment andselection, the entire process in setting up the recruitment and selection, the various
steps in the complete process of recruitment and selection.
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OBJECTIVE OF THE STUDY
To have detailed understanding of the concept of recruitment &
Selection, what it is, how it takes place, what it involves, what are the
various tools and sources and the like.
To understand the Recruitment & Selection followed at BIL, different
tools or sources used by the organization to have pool of qualified
candidates and the related activities.
Finally, to understand and learn the practical implementation of
Recruitment & Selection ofBIL, how it takes place, what manner the
process is followed, how sourcing, screening are done and the like.
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CHAPTER 1
INTRODUCTION
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INTRODUCTION
Recruitment is the process concerned with the identification of sources from
where the personnel can be employed and motivation them to offer
themselves for employment.
According to Weather and Davis
Recruitment is the process of findings and attracting capable applicants for
employment. The process begins when new recruits are sought and ends
when their applications are submitted. The result is a pool of applicants from
which new employees are selected. Thus, recruitment process is concerned
with the identification of possible sources of human resource supply and
tapping that source .In the total process of acquiring and placing human
resource in the organization.
Recruitment is a form of competition. Just as corporations compete to
develop, manufacture, and market the best product and services, so they
must also compete to identify, attract and hire the most qualified people.
Recruitment is a business, and it is a big business.
Recruitment is important because:-
Recruitment determines the present and future human resource
requirements of the organization in conjunctions with human resource
planning activities and job analysis activities.
It helps to increase the pool of potential personnel and the
organization has a number of options to choose from.
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It helps in increasing the success rate of the selection process by
filtering the number of under qualified or overqualified job applicants.
It reduces the probability that applicants, once selected and made
available to the organization, leave it after a short period of time
It helps in. evaluating the effectiveness of various recruitment
techniques and source of recruitment.
It helps to meet the organizations legal and social obligations
regarding composition of its workforce.
Recruitment is a process consisting of various activities, through which
search of prospective personnel- both in quantity and quality-as indicated by
human resource planning and job description and job specification is made.
Recruitment Planning-Recruitment process starts with planning which
involves the determination of number of applicants and type of applicants to
be contacted.
Sources of recruitment- After the finalization of recruitment plan
indicating the number and type of prospective candidates, they must be
attracted to offer themselves for consideration to their employment.
Contacting sources-Recruitment is a two way street; it involves recruiter and recruit .A
recruit has the choice of whom to recruit based on the various
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Information about the candidates in the way a recruit must have information about the
organization to decide whether to join it or not.
Application pool-When the sources of recruitment are contacted, the organization
receives applications from prospective candidates. The number of applications depends
on the type of organization, the type of job, and the conditions in specific human resource
market. For examples, in the case of Indian Civil Services, the number of applicants runs
into many thousands, In the corporate sector, an organization can expect more number of
applications when it advertises for the positions of management/ executive trainees as
compared to when it advertises for experienced personnel.
To selection process- A selection process involves a number of steps- screening of
application forms, selection tests, selection interviews, checking of references,
physical examination, approval by appropriate authority and handing over the
selected candidates to orientations and placement section.
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CHAPTER 2
COMPANY PROFILE
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COMPANY PROFILE
BHARTIYA INTERNATIONAL LTD.
"Bhartiya" is one of India's largest Fashion Houses.
Bhartiya International is India's largest manufacturer-
exporter of Leather Apparel for men, women and
children.
Bhartiya is a market leader in product innovation,
design, quality and delivery execution. Bhartiya has
achieved an annualized growth rate of over 30 in the
last ten years, acquired/took over companies in
Switzerland and Italy and established its own base in
Europe and America for Design and Operations. The
company is looking for Manager in Fashion
Industry.
Manufacturers and Exporters of All Type of Garments.
Manufacturers and Exporters of Woollen Carpets, Handicrafts Items Etc.
One of the largest fashion houses in India, Bhartiya International Ltd. is the largest
manufacturer-exporter of leather apparel for men, women and...
CLASSIFICATION:
Handicrafts, Handmades, Gifts & Decoratives - Carpets & Rugs
Handicrafts, Handmades, Gifts & Decoratives - Upholstery, Quilting, Pintuck
& Other Home Furnishing Fabrics
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Bhartiya International Limited
E-52, New Mangla Puri, Mehrauli, Mandi Road, New Delhi - 110 030, India
Call: +(91)-(11)-26803201 26803202 26803203
Fax: +(91)-(11)-26803485
Bharatiya International Ltd.
E 52, New Mangla Puri, Mehrauli, New Delhi, Delhi 110030
T. 011 26803201. 011 26803202. 011 26803203
T.F. 011 26808142 / 011 26808177
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MISSION
MISSION & VALUES
MISSION
To create sustainable shareholder value by using design as a tool for innovation.
To create lifestyle products, be it fashion or housing, which impire our clients and
consumers, which influence emotions and behaviour to bring happiness.
To provide differentiated product through innovation and design.
To compete an irrelevant because the rules of the game are yet to be set.
To create a new value for buyers, opening up new and uncontested market share.
To align, innovation with utility, price and cost positions.
To drive the costs down while simultaneously driving value up for the buyers.
VALUES
Our values are fundamental to our success. They are the foundation of our
company, define who we are and set us apart from the competition. They underlie
our vision of the future, our business strategies and our decisions, actions and
behaviours. We live by them. They endure.
Four core values are at the heart of Bhartiya: Empathy, Originality, Integrity
and Courage.
Empathy Working in other peoples shoes.
Originality Being Authentic and Innovative.
Integrity Doing the Right Thing.
Courage Standing up for what we believe.
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LITERATURE REVIEW
FOUNDER
I started the fashion business in 1987 I was driven by a simple passion to create
something unique. My only differentiation in the industry was design and how
I applied it to innovate and this been with me throughout my life.
In fact the starting with great design as a foundation, there is a snowball effect on the
quality and execution of a product from start to finish. A product or service isnt good
enough when it just works it needs to also work elegantly to be considered of a
sufficient quality that makes it presentable. This belief is embedded deeply into
Bhartiyas Corporate culture and permeates everyones values from management to the
workers on the factory floor.
I have a very simple philosophy that good design gives you pleasure and improves the
quality of all our lives, be it a product, building or interior that work well, are affordable
and look beautiful.
Over time we have become specialist in creating design led lifestyle products; our Milan
based design studio has always pursued an innovative approach in all of its endeavours.
In fact, to this day, we continue to devise lifestyle products for top global brands like
Hugo Boss, Zara, Massimo Dutti, Marks and Spencer, Trussardi, Replay, G-Star and
many others. It is this expertise in creating lifestyle products, together with an innovative
spirit and a sense of design, which we are now translating to develop living solutions at
our Bhartiya City in Bangalore.
Imagine a place where any walk to work, with open public spaces and event plazas for
entertainment, pedestrian friendly streets with high street retail and more, all with
international standard of international standard standard of infrastructure. This is a
unique challenges.
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Creating an urban lifespace is as much about
space management as it is about talking into
account peoples aspirations and lifestyles.
Bhartiya City takes modern urbanization several
steps further and higher, by providing space not
only to live, work, play and dream, but also to
inspire ideas and desires.
After all, a real estate development is much more than just bricks, mortar and cutting
edge building technology, it is the building of a dream into reality.
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QUALITY POLICY
TO DELIVER STATE-OF-THE ART, SCALEABLE, MAINTAINABLE, HIGH
QUALITY SOFTWARE SOLUTIONS THROUGH CONSISTENT ADHERENCE TO
WELL ESTABLISHED QUALITY SYSTEM WITH FOCUS ON IMPROVED RETURNS
TO OUR CLIENTS.
PASSION FOR DESIGN
I have a very simple philosophy that good design gives you pleasure
and improves the quality of all our lives, be it a product, building or
interior that work well, are affordable and look beautiful.
.Snehdeep Aggarwal
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PHILOSOPHY
No matter the type of business, our underlying elements remain the same. At the core is a
thoughtful, methodical approach that centres on design as a tool for innovation. Design
has been central to every economic activity we perform. We believe design is a simple
yet powerful tool but not always well applied.
This thought process has been static since we started back in 1987. Design is our
conscious effort to impose a meaningful order. Design is our culture. Culture shapes
values. Values determine the future.
Over the last 25 year, we have created lifestyle products which has given our clients and
consumers inspirations, and shown how design can influence emotions and behaviours to
create human possibilities.
Good design is timeless, and if you want something timeless you cant pander to the
limitations of some hypothetical average user. Its too value a target.
Le Corbusier said good design is intelligence made visible.
I think design covers so much more than the aesthetic. Design is fundamentally more.
Design is usability. It is Happiness. It is Accessibility. This is all design.
.Snehdeep Aggarwal
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BOARD OF DIRECTORS
Mr. Snehdeep Aggarwal - Founder & Chairman
EXECUTIVE TEAM
Mr. Peter Selvarajan Group President
Mr. Arjun Aggarwal Group Executive Director
Mr. Jatin Patel Managing Director, Sage Modern Capital
Mr. Manoj Khattar Director
Mr. Vijay Lulla CFO, Bhartiya Urban
Mr. Nikhil Aggarwal Director Ultima Italia, Milan
Mr. Chandrashekar VP Projects
Mr. Sanjay Govil VP Finance
Ms. Jaspal Sethi Director
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MILESTONES
1987 Bhartiya Galecha Industries established with its headquarters in Delhi.
1989 Started leather garment manufacturing
1992 Awarded the status of a recognized export house by Government of India
1993 Name changed to Bhartiya International
1994 Opens its first leather tranning factory in Bangalore
1995 Bhartiya International public listing on Bombay Stock Exchange, since
then it has held an uninterrupted track record of profits and dividends.
1996 The company has acquired 10 acres of land near Madras for setting up a
world class tannery.1997 Became the Largest Leather garments company in India
1998 The company is all set to launch its brand MONKS ITALIA is Europe &
America and has already set up a trading branch in Italy.
1998 Acquire tannery unit in Chennai (Capacity : 15 million sq.ft. finished
leather per year)
1998 Set up own office in Switzerland
1998 Set up a Design Studio in Florence / Milan, Italy.
1998 Set up first foreign marketing office in Florence / Milan, Italy.
1998 Because the first Indian company to have product lines deigned exclusively
by Italian designers.
2000 Listed on National Stock Exchange. Because the first Indian company to
launch its own leather garments brand outside India.
2002 Diversified to textile and accessories manufacturing
2003 Acquired Ompel, a well established fashion furs and accessories business
in Italy. Became the first Indian company in the industry to acquire a
foreign company.
2003 Forms Bhartiya Urban Bhartiya Urban Infrastructure and Land
Development Company.
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2004 Commences acquiring 125 acres in North Bangalore.
2005 Made its first diversification into Real Estate and Infrastructure business by
acquiring premium land parcels in Bangalore.
2005 Bhartiya International opens marketing office in NYC.2006 IL&FS, India leading infrastructure finance company forms strategic
alliance in Bhartiya Urban.
2006 Bhartiya launches 325 unit residential project in Patiala, Punjab.
2006 Bhartiya International opens securing office in Hangzhow (China) to
manage take care of sourcing & commercial operations.
2007 Signs, MOU with Lotte Group of Korea.
2007 Commences acquiring 250 acres in South Bangalore.
2007 Signs a MOU with the Andhra Pradesh Government to set up a Leather &
Leather Products SEZ on 250 Acres.
2007 Signs MOU with Lotte Group of Korea
2007 Commences acquiring 250 acres in South Bangalore
2007 Sign MOU with the Andhra Pradesh Government to set up a Leather &
Leather SEZ on 250 Acres.
2007 Establishes Sage Modern Capital, its financial advisory and fund
management business, in London
2008 Sage Modern forms a strategic partnership with ICT, a leading
infrastructure consultancy
2009 Finalised the masterplan for the Bhartiya City in Bangalore.
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BHARTIYA FOUNDATION
A fundamental challenge facing every society is to create political, economic and
social systems that promote peace, human welfare and the sustainability of the
environment on which life depends.
We believe that the best way to meet this challenge is to encourage initiatives by
those living and working closeset to where problems are located; to promote
collaboration among the nonprofit, government and business sectors and to ensure
participation by men and women from diverse communities and all levels of
society. In our experience, such activities help build common understanding,
enhance excellence, enable people to improve their lives and reinforce their
commitment to society.
Instigated by Mr. Snehdeep Aggarwal, the Foundation is active in numerous
philanthropic activities ranging from education, health care and housing projects.
Currently instigating the development of full services medical institution near
Chennai and an international school in Bangalore.
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GROUP OF COMPANIES
BHARTIYA FASHION
BHARTIYA URBAN
BHARTIA CITY
SAGE / MODERN
BHARTIYA FASHION
Bhartiya International Ltd. is Indias largest
manufacturer and exporter of leather
apparel. Investments and acquisitions over
the years have made Bhartiya diversify into
manufacturing and export of textile apparel,
leather bags and accessories and for
garments.
Established in 1989, Bhartiya International is amongst the top 25 leather apparel
manufacturers in the world. In appreciation of innovation, growth and
performance, it has consistently won many awards and recognition from the
Government of India. In the fiscal year 2006-2007, the company recorded a retail
turnover of more than $80 million USD. The company is listed on National Stock
Exchange of India and Bombay Stock Exchange.
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We are an established group with a global network of infrastructure and human
resources. Our marketing and Merchandising officers in Milan New York
Neuchatel - New Delhi, our production bases in Indian Subcontinent China
Italy with our team of over 2500 associations around the work is committed toservicing some of the leading names in Fashion Apparel Industry.
Bhartiyas manufacturing is complemented by strong product development
capabilities. Bhartiya has established its subsidiary near Milan, Italy. The
subsidiary houses a Design Studio which serves as Fashion research and product
development centre. Creative teams designers, pattern makes and stitches
develop seasonal collections based on fashion trends. Our well traveled design
team keeps abreast of global fashion scene through dynamic association with our
customers.
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BHARITAYA URBAN
Bhartiya Urban is the Real Estate & Infrastructure holding company of the
Bhartiya Group. Not just building homes, Bhartiya Urban will develop value-
added, master planned communities that meet the homebuyers full spectrum of
lifestyle needs. A pioneer of innovative community living concepts, it will be
the prime developer of a truly iconic development not just in Bangalore but India.
Replicating its successful business model from its lifestyle and fashion business, it
is extended its expertise in creating master planned communities for local
markets. Simultaneously, it is developing new competencies in hospitality &
leisure, malls, education, healthcare and financial services, which have evolved
from its integrated approach to customer service and property development.
From concept of finish out, throughout every stage of planning and
development, everything, we do is geared towards the active lifestyles of the
families who live in our communities. You see, we believe that a home should
extend for beyond mere walls and property lines into the surrounding
neighbourhood.
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An ambitious growth strategy has enabled Bhartiya Urban over five years, to
acquired three large projects totaling 625 acres with a buildable floor area of circa
50 million square ft.
In the intricacies of urban development, we specialize in large scale projects that
involve multiple land uses, long construction lead times and multiple capital
structures. Our focus on urban markets enables us to assess market potential where
other may see more, while our development experience helps us execute complex
transaction and shepherd projects through to completion.
We also are accustomed to working with our development partners and local
agencies to overcome the regulatory, land assembly environmental and capitalissues that urban project typically encounter.
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MAJOR CLIENTS
The following is the list of major clients from whom we have long-term and
recurring businesses going on:
M/s Bhartiya International Ltd
L&T Infotech
Jalaja technologies Private Limited.
M/s J&J Leather Enterprises Limited.
BUSINESS PARTNERS
Zillion has marketing tie-ups with following business partners:
M/s Helios & Matheson
M/s System Logic Solutions
M/s Coalesce Technologies Private Limited.
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OUR LIST OF SOFTWARE SERVICES CLIENTS INCLUDE:
M/s SAMSUNG India Software Operations, Bangalore
M/s Infineon Technologies India Pvt Ltd, ITPL, Bangalore
M/s Socrates India Pvt Ltd, Bangalore
M/s Satyam Computer Services Ltd, Bangalore
M/s IQS Software Services Pvt Ltd, Bangalore
M/s LogicaCMG India Pvt Ltd, Bangalore
M/s ISoft Solutions Pvt Ltd, Chennai
M/s HCL Technologies Ltd, Chennai
aM/s India Cements Information Ltd, Chennai
M/s Infocomm Solutions Pvt Ltd, Bangalore
FINANCIAL POSITION OF BHARTIYA INTERNATIONAL LTD.
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BUSINESS SCENARIO GLOBAL
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BANGALORE PROJECT NORTH
Bangalore is the capital of the Indian state of Karnataka. Located on the Deccan Plateau
in the south-eastern part of Karnataka, It is India's third most populous city and fifth-
most populous urban agglomeration.
Known as the Silicon Valley of India. Bangalore owes its pre-eminent position as the
leading contributor to India's IT industry, and has developed into one of India's major
economic hubs.
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Since independence in 1947, Bangalore grew to become the capital of Karnataka state.
Today, as a large and growing metropolitan in the developing world, Bangalore is home
to some of the most well-recognized colleges and research institutions in India, and has
the second-highest literacy rate in the nation.
Located in the northern section of the city of Bangalore, a short distance from the new
International airport, we are building a new Destination. It will be a vibrant new; walk
able and sustainable Urban District for Bangalore, master planned over 125 acres.
Comprising of dwelling units, office space, retail hospitality and community and social
elements, It will be an innovative and special Place, where residents, workers, visitors
and transients alike will live and work, learned play. Bangalore North will be Distinctive;
in the way it will be planned and developed, the new district will capitalize on localspecificity and identity to build economic opportunity. This development is one of the
single biggest development opportunities in Bangalore.
Its close proximity to the new International Airport, straddling the new road linking
Bangalore to the airport, the site offers unprecedented visibility and access.
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GARDEN HEIGHTS
Garden Heights is a first of its kind, luxurious condominium complex being brought to
Patiala by Buildco, a Bharatiya Group Company. Located in the heart of the city, Garden
Heights offers the best features of community living in a luxurious condominium
complex. It is the perfect blend of the old world charm and contemporary lifestyle - a
reflection of Patiala's nature. The complex offers spacious multi storied homes,
surrounded by large, green areas. The impressive facade and the plush, spacious interiors
make it an address that one aspires to own. In fact, Garden Heights is set to become the
symbol of style and status in the city, enhancing the class and position of its surroundings
too. Garden Heights is spread over 6.2 acres of land with less than a third being used for
construction. The condominiums are located amongst rich green surroundings. The DCW
green belt across the road and the limit less farmlands around the comples add to the lush
green of Garden Heights. Intelligent thought has been given not just to the external
environment, but also the location, layout, internal planning and amenities at Garden
Heights. To retain the experience of independent homes, special care has been taken to
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provide privacy, naturallight and ventilation for each home. Garden Heights is a 324
condominium complex, comprising of 5 towers, each with a set of 4 buildings. Every
building will be fitted with high speed elevators. While each tower will have 72 flats, you
will find only 3 flats on one floor of every building. The condominum blocks are
elegantly designed to reflect a rich taste. 3 B/R 3 Toilets - 1740 sq. fts. (108 Nos.) 3
B/R 2 Toilets - 1649 sq. fts. (60 Nos.) 2 B/R 2 Toilets - 1389 sq. fts. (48 Nos.) 2 B/R 2
Toilets - 1365 sq. fts. (108 NQs.) The 2 and 3 bedroom, homes with a covered area of
1350 to 1800 sq ft, are an ideal choice for those used to living in big homes. Spacious
balconies and large windows ensure adequate light and ventilation. High quality white
marble flooring in the living room and the bedrooms, the vitrified, anti skid tiles in the
bathrooms and the granite counters in the kitchen enhance the grandeur of the homes.
The wall finishes bring in the kind of sophistication that befits the taste of the residents of
imperial Patiala.
BHARTIYA INTERNATIONAL SEZ LIMITED
Bhartiya International SEZ Ltd. (BISEZL), a public company, registered under the Indian
Companies Act, 1956, and listed in the National and Bombay Stock Exchanges, is
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establishing a Special Economic Zone at Tada, Andhra Pradesh, for: Creating world class
infrastructure for facilitating establishment of global scale manufacturing facilities for
producing a variety of leather based products for the fashion capitals of the world.
Enabling all support services within the SEZ to ensure manufacture of products at
globally competitive prices. Engendering work atmosphere enthusing the workers to
deliver their best. Establishing congenial living environment by providing unique off site
facilities for those working and living in the zone. Offering global companies in the
leather and allied sectors a unique and extraordinary opportunity to participate in the India
Growth Story.
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BUSINESS INTERESTS
Diversified Business Group, with interests in Fashion, Real Estate and
Infrastructure.
FASHION
o A leading fashion company from India
Largest market share in leather apparel exports from India
Manufacturer, producer & marketing of finished leather and
garments, textiles, toys and accessories
o Core strength lies in product innovation and design capabilities
State of the art design studios in Milan, Italy
Leather through fully integrated supply chain for production of
leather in its captive tanneries
Production facilities in low-cost locations, including India and
China
Sales offices in Europe, USA and Hong Kong
o Employs over 3000 people in various group companies.
o IPO in 1994, the company is currently listed on the NSE and BSE
Track record of consistently rewarding its shareholders through an
un-interrupted track record of profits and dividends
o Integrated capabilities : The only company in India that has captured the
entire value chain : tannery production design brand - collection sale - marketing.
REAL ESTATE:
o Patiala, the first company to set up 325 residential apartment complex in
Patiala
o BANGALORE (NORTH) - BANGALORE (SOUTH
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CAREER OPPORTUNITIES
CURRENT OPENINGS
Manager Coordination
DGM Business Development
CONTACT US
GURGAON
5th Floor, Master Piece Building,
Golf Course Road, Sec-54
Gurgaon-122001
Ph.: 95124-4240400/401/402
Email: gurgaon.info@bhartiya.com
DELHI
E-52, New Manglapuri, Mandi Road
(Mehrauli), New Delhi-110030, India
Ph.: 0091-11-26808177, 26803201-02,
Fax: 0091-11-26803485
Email: bhartiya@bhartiyainternational.com
BANGALORE
Factory (Leather Garments) NO. 27/2,
Village Gottigere, Uttarahalli Hobli,
(Bannerghata Road), Bangalore, India
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CHENNAI
330, EVR Periyar High Road,
3RD, Rakhi Plaza, Aminji Karai,
Chennai-600029, INDIA
ITALY
Branch: VIA G. Amendola, 2, 50058,
Singa (FI) Italy, Ultima Italia SRL VIA
DEI Tigli, 4, 26010 Casaletto Vaprio (CR),
Italy
SWITZERLAND
Ultima S.A., Rochettes 42,
2012 Auvernier, Switzerland
U.S.A.
Bil Group LLC,
209 West 38th Street (Suite 1010)
New York 10018, USA
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Crucial to the business and a real barrier to entry is deal origination, which at Sage is based
on deep relationships and detailed industry knowledge. This enables the investment team to
access good quality, strategic projects from its own extensive range of industry and public
sector contacts and from that of its key strategic partners - industry leaders: IL&FS,
Voyants Solutions and BUILDco. IL&FS is considered as Indias leading infrastructure
development and finance company, with shareholders that include State Bank of India,
HSBC Group, ADIA, IFC Washington and Government of Singapore.
Sage commits its own capital to its funds and works with Operators who demonstrate
commitment by taking a majority investment position in each project that Sages funds
invest in. The team is experienced selecting best in class Operators, in agreeing detailed
business plans, monitoring performance and realising value for investors when exiting the
company. Sage professionals are proactive board members who understand the
development process.
Sages investment strategy is to leverage its on the ground expertise to identify good
infrastructure projects, normally with title and planning consents in place, to identify and
partner appropriate Operators, to work with the Operator through the construction and
revenue growth phase and then exit once the project has been fully or partially stabilised. Itseeks to acquire a portfolio of projects in different sectors to diversify risk, and by careful
project selection methodology to provide attractive risk adjusted returns for investors, with
relatively low volatility and correlation to traditional assets. Infrastructure investments
typically display the following characteristics:
significant underlying asset base, whether through ownership of, or contractual or
concession-based rights to the economic benefits of, the asset base;
relatively low volatility return, given that, in general, the main risks to cash flows
can be quantified and mitigated through contractual arrangements and other means;
primary value creation through optimisation of capital structure with less of a focus
on planned transformational and operational change than would typically be seen
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SOCIAL/URBAN INFRASTRUCTURE
Healthcare facilities
Education facilities
Special Economic Zones
Business Parks
Integrated Townships
Sage is committed to a corporate governance process that ensures adherence to global
"Best Practice" standards and transparency in its operations. The Firm remains committed
to being at the forefront of product innovation and development and to providing investors
with ongoing support, and liaison. Thank you for taking the time to visit our website. We
encourage you to contact us directly if you would like to learn more about Sage and its
services.
India Delhi
Sage Modern Capital
E-52, New Manglapuri
Mandi Road, Mehrauli
New Delhi
Pin - 110030
Tel: +91 11 2680 3201/3
Fax: +91 11 2680 3485
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JOIN - BHARTIYA INTERNATIONAL LIMITED
Each BHARTIYA COMPANY depends on the quality of their staff for their success.
Those who work with us are knowledgeable, friendly and all have the ambition to
succeed. Our professionals bring to bear extensive experience and numerous
complementary skills, from design to investment banking, principal investing, to fund
investing, marketing to legal and financial accounting.
No mater what your background at BHARTIYA we execute as one team bringing to bear
all our resources for our clients.
If you would like to be part of such an organization, we request you to kindly contact us.
Use the form below to get in touch with us.
Alternatively you can call us or email us at bhartiya@bhartiya.com
Your Name (Required)
Your email address (Required)
Question/Comments
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CHAPTER 3RESEARCH METHODOLOGY
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RESEARCH METHODOLOGEY
Research is a common language refers to a search of knowledge. Research is scientific &
systematic search for pertinent information on a specific topic, infect research is an art of
scientific investigation. Research Methodology is a scientific way to solve research
problem. It may be understood as a science of studying how research is dont
scientifically. In it we study various steps that are generally adopted by researchers in
studying their research problem. It is necessary for researchers to know not only know
research method techniques but also technology.
The scope of Research Methodology is wider than that of research methods.
The research problem consists of series of closely related activities. At times, the first
step determines the native of the last step to be undertaken. Why a research has been
defined, what data has been collected and what a particular methods have been adopted
and a host of similar other questions are usually answered when we talk of research
methodology concerning a research problem or study. The project is a study where focus
is on the following points:
RESEARCH DESIGNA research design is defined, as the specification of methods and procedures
for acquiring the Information needed. It is a plant or organizing framework for doing the
study and collecting the data. Designing a research plan requires decisions all the data
sources, research approaches, Research instruments, sampling plan and contact methods.
Research design is mainly of following types: -
1. Exploratory research.
2. Descriptive studies
3. Casual studies
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EXPLORATORY RESEARCH
The major purposes of exploratory studies are the identification of problems,
the more precise Formulation of problems and the formulations of new alternative
courses of action. The design of exploratory studies is characterized by a great amount of
flexibility and ad-hoc veracity.
DESCRIPTIVE STUDIES
Descriptive research in contrast to exploratory research is marked by the prior
formulation of specific research Questions. The investigator already knows a substantial
amount about the research problem. Perhaps as a Result of an exploratory study, before
the project is initiated. Descriptive research is also characterized by a Preplanned and
structured design.
CASUAL OR EXPERIMENTAL DESIGN
A casual design investigates the cause and effect relationships between two or
more variables. The hypothesis is tested and the experiment is done. There are following
types of casual designs:
I. After only design
II. Before after designIII. Before after with control group design
IV. Four groups, six studies design
V. After only with control group design.
VI. Consumer panel design
VII. Exposit facto design
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B) DATA COLLECTION METHOD
PRIMARY SECONDARY
Direct personal Interview
Indirect personal Interview
Information from correspondents Govt.Publication
Mailed questionnaire Report Committees & Commissions
Question filled by enumerators. Private Publication
Research Institute
PRIMARY DATAThese data are collected first time as original data. The data is recorded as observed or
encountered. Essentially they are raw materials. They may be combined, totaled but they
have not extensively been statistically processed. For example, data obtained by the
peoples.
SECONDARY DATA
Sources of Secondary Data
Following are the main sources of secondary data:
1. Official Publications: Publications of the BHARTIYA INTERNATIONAL
LIMITED and by the corporate office ofBHARTIYA INTERNATIONAL
LIMITED.
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2. Publications Relating to Trade: Publications of the trade associations, stock
exchange, trade union etc.
3. Journal/ Newspapers etc.: Some newspapers/ Journals collect and publish their
own data, e.g. Indian Journal of economics, economist, Economic Times.
4. Data Collected by Industry Associations: For example, data available with
BHARTIYA INTERNATIONAL LIMITED..
5. Unpublished Data: Data may be obtained from several companies,
organizations, working in the same areas. For example, data on BHARTIYA
INTERNATIONAL LIMITED magazines.
Period of Study: This study has been carried out for a maximum period of 8 weeks.
Area of study: The study is exclusively done in the area of marketing. It is a process
requiring care, sophistication, experience, business judgment, and imagination for which
there can be no mechanical substitutes.
Sampling Design: The convenience sampling is done because any probability sampling
procedure would require detailed information about the universe, which is not easily
available further, it being an exploratory research.
Sample Procedure: In this study judgmental sampling procedure is used. Judgmental
sampling is preferred because of some limitation and the complexity of the random
sampling. Area sampling is used in combination with convenience sampling so as to
collect the data from different regions of the city and to increase reliability.
Sampling Size: The sampling size of the study is 50 users.
METHOD OF THE SAMPLING:
Probability Sampling
It is also known as random sampling. Here, every item of the universe has an equal
chance or probability of being chosen for sample.
Probability sampling may be taken inform of:
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Simple Random Sampling
A simple random sample gives each member of the population an equal chance of being
chosen. It is not a haphazard sample as some people think! One way of achieving a
simple random sample is to number each element in the sampling frame (e.g. give
everyone on the Electoral register a number) and then use random numbers to select the
required sample.
Random numbers can be obtained using your calculator, a spreadsheet, printed tables of
random numbers, or by the more traditional methods of drawing slips of paper from a
hat, tossing coins or rolling dice.
Systematic Random Sampling
This is random sampling with a system! From the sampling frame, a starting point is
chosen at random, and thereafter at regular intervals.
Stratified Random Sampling
With stratified random sampling, the population is first divided into a number of parts or
'strata' according to some characteristic, chosen to be related to the major variables being
studied. For this survey, the variable of interest is the citizen's attitude to the
redevelopment scheme, and the stratification factor will be the values of the respondents'homes. This factor was chosen because it seems reasonable to suppose that it will be
related to people's attitudes
Cluster and area Sampling
Cluster sampling is a sampling technique used when "natural" groupings are evident in
a statistical population. It is often used in marketing research. In this technique, the total
population is divided into these groups (or clusters) and a sample of the groups is
selected. Then the required information is collected from the elements within each
selected group. This may be done for every element in these groups or a subsample of
elements may be selected within each of these groups.
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Non Probability Sampling
It is also known as deliberate or purposive or judge mental sampling. In this type of
sampling, every item in the universe does not have an equal, chance of being included in
a sample.
It is of following type:
Convenience Sampling
A convenience sample chooses the individuals that are easiest to reach or sampling that
is done easy. Convenience sampling does not represent the entire population so it is
considered bias.
Quota Sampling
In quota sampling the selection of the sample is made by the interviewer, who has been
given quotas to fill from specified sub-groups of the population.
Judgment Sampling
The sampling technique used here in probability > Random Sampling.The total sample size is 50 profiles.
Data Collection : - Data is collected from various customers through personal
interaction. Specific questionnaire is prepared for colleting data. Data is collected with
mere interaction and formal discussion with different respondents and we collect data in
BHARTIYA INTERNATIONAL LIMITED and face to face contact with the persons
from whom theinformation is to be obtained (known as informants). The interviewer
asks them questions pertaining to the survey and collects the desired information.
Thus, the we collect data about the working conditions of the workers of BHARTIYA
INTERNATIONAL LIMITED; we worked at BHARTIYA INTERNATIONAL
LIMITED contact the workers and obtain the information. The information obtained is
first hand or original in character.
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IMPORTANCE OF THE STUDY
Without focusing the pattern of management, organization philosophy highlights on
achieving a surely where all citizens(employees) can leader a richer and fuller life. Every
organization, therefore, strikes for greater productivity, elimination of wastes, lower cost
and higher wages, so the industry needs a stable and energetic labors force that can boast
of production by increased productivity. To achieve these objectives a good recruitment
process is essential. By which industry strikes right number of persons and right kind of
persons at the right time and at right places through and the planning period without
hampering productivity.
SCOPE OF THE STUDY
At this point we are not concerned with desirability of recruitment process since it can
not be avoided. Instead our concern is focused of those questions like recruitment for
what purpose. On what basis should it be written down and saved or not? If saved for
ever or for a year or two? These are issue to be argued and these are the elements that
make manpower planning ground or bad, effective or ineffective.
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CHAPTER 4
RECRUITMENT & SELECTION
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RECRUITMENT & SELECTION
Edwin B Flippo defined recruitment as process of searching for prospective
employees and stimulating them to apply for jobs in the organization.
Once the required number and kind of human resources are determined, the management
has to find the places where required human resources are or will be available and also
find the means of attracting them towards the organization before selecting suitable
candidates for jobs. All this process is generally known as recruitment.
Technically speaking the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, Recruitment is defined as, a process to
discover the sources of manpower to meet the requirements of the staffing schedule and
to employ effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient workforce.
Objectives of Recruitment
To attract people with multi-dimensional skills and experiences that suits the
present and future organizational strategies.
To induct outsiders with a new perspective to lead the company.
To infuse fresh blood at all levels of the organization.
To search or head hunt people whose skills fit the companys values.
To devise methodologies for assessing psychological traits.
To search for talent globally and not just within the company.
To design entry pay that competes on quality but not on quantum.
To anticipate and find people for positions that does not exist yet.
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Recruitment refers to the process of finding possible candidates for a job or function,
usually undertaken by recruiters. It also may be undertaken by an employment agency or
a member of staff at the business or organization looking for recruits. Advertising is
commonly part of the recruiting process, and can occur through several means: through
online, newspapers, using newspaper dedicated to job advertisement, through
professional publication, using advertisements placed in windows, through ajob center,
through campus graduate recruitmentprograms, etc.
Suitability for a job is typically assessedby looking for skills, e.g. communication skills,
typing skills, computer skills. Evidence for skills required for a job may be provided in
the form of qualifications (educational or professional), experience in a job requiring the
relevant skills or the testimony of references.
Employment agencies may also give computerized tests to assess an individual's "off-
hand" knowledge of software packages or typing skills. At a more basic level written
tests may be given to assess numeracy and literacy. A candidate may also be assessed on
the basis of an interview. Sometimes candidates will be requested to provide a rsum
(also known as a CV) or to complete an application form to provide this evidence. In
some countries, such as the United States, it is legally mandated to provide equal
opportunity in hiring.
FACTORS AFFECTING RECRUITMENT
Both internal and external factors affect recruitment. The external factors include supply
of and demand for human resources, employment opportunities and/or unemployment
rate, labor market conditions, political, legal requirement and government policies, social
factors, information systems etc.
The internal factors include the companys pay package including salary, fringe benefits
and incentives, quality of work life, organizational culture, career planning and growth
opportunities, size of the company, companys product/services, geographical spread of
the companys operations viz., local,national or global, companys growth rate, Role of
Trade Unions and cost of recruitment.
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http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_Centrehttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/w/index.php?title=Job_application_form&action=edithttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_Centrehttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/w/index.php?title=Job_application_form&action=edithttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunity8/2/2019 Bhartiya International Ltd. Recruitment & Selection Final
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COMPLEXITY OF THE FUNCTION OF RECRUITMENT
Performing the function of recruitment i.e. increasing the selection ratio is not as easy as
it seems to be. This is because of the hurdles created by the internal factors and external
factors which influence an organization. The first activity of recruitment i.e. searching for
prospective employees is affected by many factors like:
1. Organizational policy regarding filling up of certain percentage of vacancies by
internal candidates.
2. Local candidates (sons of soil).
3. Influence of trade unions.
4. Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/ caste/ sex.
5. Influence of recommendations, nepotism etc. As such, the management is not free to
find out or develop the source of desirable candidates and alternatively it has to divert
its energies for developing the sources within the limits of those factors though it
cannot find suitable candidates for the jobs.
The degree of complexity of recruitment function can be minimized by formulating
sound policies. A few progressive companies in India like Larsen & Toubro, Hindustan
Lever, Procter & Gamble and a few others have exemplary policies of recruitment which
even International companies are trying to emulate.
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RECRUITMENT PROCESS
Follow up tillto joining ofcandidate
Findrequirement
Understandrequirement
Search theprofile
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Send toclientFollow upClient
satisfactory
ValiditytheprofileSet schedule
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DETERMINING REQUIREMENT/ MANPOWER PLANNING
The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into a set of objectives
or targets that specify the (i) number and (ii) type of applicants to be contacted.
A human resource plan need not be highly complicated. A straightforward plan will helporganizations to:
Assess future recruitment needs.
Formulate training Programmers.
Develop promotion and career development policies.
Anticipate and, where possible, avoid redundancies.
Develop a flexible workforce to meet changing requirements.
Control staff costs whilst ensuring salaries remain competitive.
Assess future requirements for capital equipment, technology and premises.
Management is responsible for producing the human resource plan, senior management
for supporting it. Implementation is likely to be most effective if it carries the support of
the workforce, normally achieved through consultation with trade union or other
employee representatives.
Producing a human resource plan involves:
Forecasting staffing requirements against business objectives. Assessing the available supply of people to meet those requirements. Matching available supply against forecast demand.
Information on current employees, labour turnover and the labour market will help in theformulation of the plan.
SOURCING RESUMES
There are several sources and they may be broadly categorized into (i) internal and
(ii) external
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(i) INTERNAL SOURCES: Many organizations try and identify employees
from within the organization to be groomed to take on higher responsibilities.
Internal recruitment seeks applicants for positions from those who are currently
employed. Some of the internal sources are:
a) Present Employees: Promotion and transfers from among the present employees
can be a good source of recruitment. Promotion to higher positions has several
advantages. It builds morale, encourages competent individuals who are
ambitious etc. Transfers are often important in providing employees with a broad-
based view of the organization, necessary for future promotions.
b) Employee Referral: Employees working with an organization recommend their
friends or acquaintances for vacant positions in the organization. Referrals can bean effective way of recruiting. Many prospects can be reached at a very low cost.
c) Former Employees: Former employees are also an internal source of applicants.
Some retired employees may be willing to come back to work on a part-time
basis or may recommend someone who would be interested in working for the
company. An advantage with this source is that the performance of these people
is already known.
(ii) External Sources: To meet demands for talent brought by business growth to seek
fresh ideas or to replace employees who leave, organizations periodically turn to the
outside labor market. Managers look outside the firm for people who have not worked for
the organization before. Some of the sources are:
a) Advertisements: These constitute a popular method of seeking recruits as
many recruiters prefer advertisements because of their wide reach. Ads describe
the job and the benefits, identify the employer and tell who those are interested
and how to apply. Factors influence the response rate to advertisement include :
Identification of the organization.
Labor-market condition.
The degree to which specific requirements are included in
advertisement.
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b) Employment Exchanges: Employment exchanges have been set up all over the
country in deference to the provisions of the Employment Exchanges Act,
1959.The Act applies to all industrial establishments having 25 workers or more
each. The Act requires all industrial establishments to notify vacancies before
they are filled.thus employment exchange act as a link between the employers
and the prospective employees.
c) Walk-Ins: The most common and least expensive approach for candidates is
direct applications; in which job seeker submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential employees to
meet future needs. From employees viewpoint. Walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry- level and unskilled
vacancies, some organizations compile pool of potential employees from direct
applications for skilled positions.
d) Specialist And Professional Journals: Less expensive than the national press,
these journals can guarantee to reach the precise group of potential applicants
for specialist and professional vacancies.
e) Campus Recruitment: Maintaining contact with schools, colleges and careers
advisers will ensure that the organizations needs for school/college leaverswith particular skills and abilities are known. It can be particularly useful as
college/institutes are fertile ground for recruiters.
f) Internet: Is beginning to emerge as a recruitment medium. It is mainly used for
graduate-level and technical jobs because it tends to target a self-selected group
who are computer literate and have access to the web at their place of study or
work. Its use is likely to grow. Various job sites like Naukri .com,Times
job.com,Monster.com etc come in very handy in finding candidates with the
desired skills.
SHORT-LISTING/SCREENING
Screening of applications can be regarded as integral part of recruiting process. The
selection process will begin only after the applications have been short listed.
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Applications receives in response to advertisements are screened and only eligible
applicants are called for an interview. The purpose of screening is to remove from the
recruitment process, at an early stage, those applicants who are visibly unqualified for the
job. Effective screening can save a great deal of time and money.
Short-listing is the transition phase between recruitment and selection. It is the stage
where total number of applicants is reduced to select the group the employer wishes to
carry on to the selection phase. Care must be exercised, however, to assure that potential
employees are not lost. In screening, clear job specifications are invaluable. It is both a
good practice and legal necessity that applicants qualifications be judged on the basis of
their knowledge, skills, abilities and interests required to do te job.
Short-listing should always be carried out using the person specification so that
applications can be measured and assessed against criteria and be made on the basis of
fact and not assumptions. Short-listing must be carried out independently by at least two
people and ideally, as many of the interview panel as possible. The attributes in the
person specification must be consistently applied to all candidates irrespective of their
gender, ethnic origin age, socio-economic background, disability, religious or political
beliefs, family circumstances, sexual orientation or other irrelevant factors. After
individual assessment of each application, decision of whom to short list must be taken.
SCRUTINIZING / FILTERING CANDIDATES
Some methods or techniques are used to filter/scrutinize the candidates, i.e., to reduce the
number of applicants and also to gather relevant information needed before conducting
the interview. Techniques/methods involve:
Case Studies: Job related case studies can be used during the selection process totest the depth of experience and knowledge the candidates possess on a certain
topic. The case study can form the basis of a discussion and is a useful way of
probing the candidates knowledge and judgment.
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In-Tray exercise : It can be useful to put together a number of typical work issues
into an 'in tray' exercise and ask the candidate to place them in order of priority and
give suggestions as to what action should be taken on each.
Group Discussions: Group discussions can be used to assess the candidates in
logical formulation of argument, how they relate to other members of the group,
experience and knowledge of a topic. It is normal practice to inform candidates to
expect a group discussion beforehand and so consideration needs to be given as to
when to introduce the topic.
E.g. do you write and let them know or introduce the topic when all of the candidates
are assembled ready for the group discussion. As with the case study the group
discussion must be relevant to the post and the assessors must be quite clear what they
are looking for to ensure standardization of marking.
Aptitude Test: It helps to determine a persons potential to learn in a given area.
An example of such a test is the General Management Aptitude Test (GMAT)
which many business students take prior to gaining admission to a graduate
business school programme.
Personality Test: These tests are given to measure a prospective employees
motivation to function in a particular working environment. There are various tests
designed to assess a candidates personality. The Thematic Apperception Test
(TAT) assesses an individuals motivation and achievement level. Other
personality tests include CPI, TTS, and MMPI to assess specific personality traits.
Role Play: Ina role play, you are given a particular role to assume for a certain
task. The task will involve dealing with a role player in a certain way and there will
be an assessor watching the play.
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Presentation: You may be asked to make a formal presentation to a number of
assessors either on a topic given in advance or in some cases to interpret and
analyze given information and present a case to support a decision.
INTERVIEWING
The next step in the selection process is employment interview. Most jobs are filled
through interviews. The interview has two main purposes - to find out if the candidate
is suitable for the job, and to give the candidate information about the job and the
organization. Interview is a formal, in-depth conversation conducted to evaluate the
applicants acceptability. It allows a two-way exchange of information, the interviewers
learn about the applicant, and the applicant learns about the employer. Every candidate
should be offered the same opportunities to give the best presentation of themselves, to
demonstrate their suitability and to ask questions of the interviewer.
An interview is a conversation between two or more people (The interviewer and the
interviewee) where questions are asked by the interviewer to obtain
information from the interviewee. Interviews can be divided into two rough types:
interviews of assessment and interviews for information.
ASSESSMENT
The most common type of interview for assessment is a job interview between an
employer and an applicant. The goal of such an interview is to assess a potential
employee to see if he/she has the social skills and intelligence suitable for the workplace.
Similar interviews are also used for admissions to schools, allotment of grants, and other
areas.
Highly personal questions and those unrelated to the job at hand are forbidden, as are
questions which invite discrimination. However some interviewers tend to ask such
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questions in order to see how the interviewee reacts and if she is able to elegantly avert
the question.
Another important type of interview is the psychological one that can be divided into two
forms: structured and unstructured.
Structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between
job and candidate. It also means that there is a consistent form to the interviews,
particularly important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may
not be able to judge efficiently the applicant's skills and competencies. Ideally all
interviewers should receive training, including the equal opportunities aspects of
recruitment and the relevant legislation.
INFORMATION
The second class of interviews is those seeking to gather information about a subject.
These types of interviews are central to the practices ofjournalism and instructional
design. Such interviews are also important to any non-fiction writer or researcher. In
general the quotes and information gathered in these interviews are used in a publication
or edited for broadcast.
These interviews are used by journalists, law enforcement and private investigators. A
recent technological trend in journalism interviewing has been the rise of e-mail
interviews.
These interviews differ from traditional telephone and face-to-face interviews in that
interviewees can have more time to formulate a written response.
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Interviews need not be formal. The length and style of the interview will relate to the job
and the organization. Some vacancies may call for a formal interview panel, some for a
less formal, one-to-one interview. The interviewer(s) should consider the job and the
candidates when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly and
having had the opportunity to give of their best.
PREPARING THE INTERVIEW
The interviewer should prepare by:
Reading the application form, job and person specifications to identify areas
which need further exploration or clarification.
Planning the questions. In some interviews it is appropriate to ask only one or two
questions to encourage the candidate to talk at length on certain subjects. In others
it may be better to ask a series of short questions on several different areas. If
there is more than one interviewer, different people can cover different topics, eg
job knowledge, training, qualifications. Do not ask for personal information or
views irrelevant to the job. Do not ask potentially discriminatory questions such
as 'Are you planning to have children in the next few years?
Being ready for the candidates' questions, and trying to anticipate what additional
information they may seek.
CONDUCTING THE INTERVIEW
Interview is a formal, in-depth conversation conducted to evaluate the applicants
acceptability. It allows a two-way exchange of information, the interviewers learn about
the applicant, and the applicant learns about the employer. Conduct the interview in an
environment that will allow candidates to give of their best. Arrange for there to be no
interruptions, divert telephone calls, welcome the candidate(s), and show them
cloakroom facilities, etc.
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If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may
also prove valuable in offering an additional opportunity to assess the candidate's
interaction with possible colleagues.
The following pointers may be helpful in conducting the interview:
Introduce yourself (and other interviewers if present); this also gives the
candidate time to settle down.
Give some background information about the organization and the job - this helps
everyone to focus on the objective.
Structure the questions to cover all the relevant areas, and don't ask too many
'closed' questions. Open-ended questions (i.e. ones that can't be answered just by
a yes or no answer) will encourage the candidate to speak freely - they often
begin 'what', 'why', 'when' or 'how'.
Avoid leading questions.
Listen, and make brief notes as necessary on salient points.
Have a time frame and keep to it, allowing sufficient time for candidates to ask
any questions they might have.
Make sure the candidate is familiar with the terms and conditions of the job, and
they are acceptable. If not, and the candidate is the best one for the job, then some
negotiation may be necessary - be careful to avoid inadvertent discrimination.
Tell the candidate what will happen next and when to expect to hear from the
organization.
POST INTERVIEW ASSESSMENT AND DECISION
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More often than not there are more candidates than vacancies. The selectors should
assess the suitability of each individual candidate instead of comparing the merits of
candidates. It should:
Systematically assess the evidence obtained in the light of the job
requirements.
In assessing evidence concentrate on solid facts of past behavior as
indicators of motivation, attitudes, values, personal qualities and abilities
and in sum of potential to do the job. There is a little correlation between
the behavior and likely behaviour in the actual environment and
conditions of work.
In the assessment process take account of all available evidence. The
documents are very useful when written by the authorities competent to
confirm the facts of past performance. They are of much more doubtful
value when they purport to assess suitability for employment because of
the likelihood of bias and the writers probable lack of direct knowledge
of the job requirements.
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TIPS FOR SUCCESSFUL INTERVIEW
Your business survival depends on hiring the right people. But finding the best
employees can be tricky, and if you dont have the right interviewing skills, you risk
losing a brilliant candidate- or worse- hiring a person thats not qualified for the job.
Here are few tips:
1. Pace your interview
Use your first few questions to loosen up the candidate and set the tone for the rest of the
interview. Questions that deal with a person's work experience -- such as "Tell me about
a typical day on your current job. What do you like about it? What don't you like?" -- can
get a candidate to open up and start talking...which, after all, is the point of an interview.
2. Listen more than you speak
If you're spending more than 20 percent of the interview talking, then you're not giving
the candidates a chance to talk about themselves. The purpose of an interview is to help
you make a decision based on how a person responds to your questions. You need to take
time to listen to those responses.
3. Set a schedule
Put interviews on your calendar, and treat them as you would any other business
appointment. Make sure you give the candidate your undivided attention - clear your
desk, put your phone on "do not disturb", close your door and let people in your office
know you don't want to be interrupted.
4. Ask open-ended questions
Avoid any question that can be answered with a simple yes or no. Instead, use open-
ended questions that encourage candidates to talk about themselves. Listen to responses,
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and ask plenty of follow-up questions such as "Why do you think that's the case?" or
"How did you do that?" If you need more information, ask the candidate for it.
5. Ask questions before you describe the job
Avoid providing a detailed job description at the beginning of the interview. A smart
person will pick up on your description, and start phrasing all responses around what he
or she perceives you want to hear. By asking as many questions as possible before you
review the job, you'll be encouraging more honest answers.
6. Avoid standard questions
Everyone knows some of the typical interview questions - Where do you want to be fiveyears from now? What are your strengths and weaknesses? Tell me about yourself? The
problem with these questions is that many candidates have spent time preparing their
responses. These scripted comments are of little use to you. Instead, try to come up with
challenging questions that force interviewees to think on their feet and give an honest
appraisal of their strengths and limits. For example, scenario-based questions, where you
ask the candidate to react to a typical on-the-job situation, can paint a more accurate
picture.
7. Consider a two-interview process
Use a first interview to pare down candidates to the top two or three. Then use a second
round of interviews to select the best. The second interview should be conducted by
people who will interact with the candidate more closely. Their input is important.
8. Know what you can't ask
The law is very strict regarding questions you can't ask during a job interview. In general,
these forbidden questions are ones where the answer could be used to discriminate
against a potential employee. They usually focus on non-job-related information such as
age, race, marital status, or disability. For more on what you can't ask during a job
interview.
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EVALUATION AND SELECTION
Evaluation and control is necessary as considerable costs are incurred in the recruitment
process. Consideration should be given as to whether the recruitment methods used are
valid and whether the recruitment process itself is effective. Stastical information on the
cost of advertisement, time taken for the process, and the suitability of the candidates
should be gathered and evaluated. Continual monitoring of your recruiting process will
lead to better hires. When you identify an issue in your process, adjust your programs
accordingly. In addition to tracking traditional metrics such as time-to-fill and cost per
hire, make sure you take in account ways to measure some of the intangible metrics, such
as quality of hire and retention. Keeping track of your recruiting and retention successes
and challenges will help you fine tune your program into an effective and efficient hiring
system that your whole company can embrace.
BAD RECRUITMENT
A very important concept that the recruiter should be aware of at the time of evaluation
and selection is that of Bad Recruitment. While doing recruitment it should always be
kept in mind that it does not turn out to be a bad recruitment.
The entire effort, time, cost and resources that are spent in the recruitment process, go
wastes if the recruitment turns out to be a bad recruitment. A bad recruitment is one
where the hired candidate is not able to do justice to the role/job assigned to him/leaves
the organization very soon/the cost of recruitment is higher than the value addition that
the new employee is expected to do in the organization etc. In such scenario the entire
purpose of recruitment is defeated, hence at the time of recruiting, the HR manager
should all the time have at the back of his mind that his recruitment should not turn out to
be a bad recruitment.
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BAD RECRUITMENT OCCURS IN 3 SITUATIONS :
Cannot do: The person lacks the skills required.
Will not do: The person lacks attitude.
Does not know what to do: The person lacks knowledge.
Cost Of Bad Recruitment Include:
Direct Recruitment Cost
Induction Cost
De- motivation Cost
Client Related
Leaving Cost
Why Bad Recruitment Occurs?
Recruitment has acquired immense importance in todays organizations. Organization
has realized the value of human capital and its role in their development. Recruitment is
the first step in the process of acquiring and retaining human resources for an
organization. In todays rapidly changing business environment organizations have to
respond quickly to requirements for people.Bad recruitment affects the company and the
individual. The wrong person doing the wrong job is harmful to the companies. Yet in all
cases, the causes of the bad recruitment can be traced to one of the following reasons:
Poor analysis of job function.
Poor analysis of necessary personality- skill profile.
Inadequate initial screening.
Inadequate interview.
Poor utilization of second opinions.
References were not checked.
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Recruitment procedure at BHARTIYA INTERNATIONAL LIMITED.
In case of additional
manpower requirement,
department head fills the
manpower requisition
form
The candidate fills